Presentation on theme: "Tools for Understanding the Extension Multigenerational Workplace"— Presentation transcript:
1Tools for Understanding the Extension Multigenerational Workplace Adapted and Development byDr Dallas L. Holmes,Extension Specialist Diversity and Civil Rights
2GoalsGoals for this diversity discussion are to help Extension educators and leaders:Understand and appreciate age diversity.Learn practical ideas on how to attract, motivate, and keep great employees of all age groups in the Extension organization.
3Some StatisticsThe labor force is at the lowest rate since the 1930’s and the US birth rate continues to decline.By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years.Adapted from: K. Tyler, Neckties to Nose Rings (2002)We will have to make up with productivity, whether it is with people or technology. We should try to keep the best workers because trends show more jobs will be available in the future and less prepared workers.
4ImplicationsEmployers will need to recruit and embrace diversity in the workforce.Companies must welcome retiree-age employees to remain on board and transfer skills.Adapted from: K. Tyler, Neckties to Nose Rings (2002)
5ImplicationsThe fastest-growing occupations across developed nations are knowledge based, meaning the position requires formal education or advanced training.Given that knowledge is a scare resource; Extension must capitalize on it by inviting and nurturing the best people.Adapted from: K. Tyler, Neckties to Nose Rings (2002)The implication is that there must be an investment in continuing education.
6Understanding Generations Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al., 2000)We have four generations working side-by- side in the Extension organization for the first time in history.All have unique experiences and attributes which influence their attitudes towards work.Adapted from: Recognition Management Institute, 2000Companies that do not value people will end up losers in the new economy. Yet we are dealing with people in an old school, “we know best” way. The focus is on short-term results and to see people as expenses rather than as an investment.
7Understanding Generations A group of people defined by age boundariesThose who were born during a certain era and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years.Adapted from: Recognition Management Institute, 2000
8Understanding Generations Psychologists, sociologists, and everyday managers have identified important differences between these generations in the way they approach work, work-life balance, employee loyalty, authority, and other important issues.Notter Consulting, 2002
9Understanding Generations Some differences can be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of personal development, political awareness, and emotional maturity.Source:It is also important to note that some differences…However, there is much evidence to support differences due to the sharing of common experiences by each generation that shaped their values also. In other words, the break is significant around major events.However, there were major events shared by each generation that shaped their values also.
10Understanding Generations A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services.Dittmann, Generational Differences at Work, June 2005Generational context may affect the way we work. Intergenerational conflict in the workplace may keep plans, products, and ideas from moving forward.
11Generations by Year of Birth Researchers have divided today’s workforce into four generations:Seniors, Veterans, MaturesBaby BoomersGeneration Xers, Twenty-somethings, Baby BustersMillennials, Generation Y’s
12Number in USA workforce StatisticsGeneration TypeNumber in USA workforceSeniors/Veterans42 millionBaby Boomers76 millionGeneration Xers, Twenty-somethings, Baby Busters54 millionMillennials, Generation Y’sSource: Remson, Triangle Consulting (2006)75 million
13Major Events That Affected Values of Seniors Great Depression- Sacrifice and hard timesWorld War IISocial Security MandatoryIndustrializationKorean War
14Major Events That Affected Values of Boomers TVCivil Rights MovementProtestsRock and RollCharismatic LeadershipBaseball HeroesLarger than life politicians and Movie stars
15Major Events That Affected Values of Gen-Xers Man on the MoonChallenger ExplosionAidsVideo GamesLatchkey UpbringingPersonal ComputersPolitical Scandal – Tell all biographiesRepentant Religious leaders
16Major Events That Affected Values of Millenials Internet- Technological integrationFall of Berlin WallO. J. Simpson & Casey Anthony TrialsColumbine and Norwegian ShootingsSeptember 11th TragedyIran and Afghanistan Wars- Global perspectivesSome economic prosperity- Market melt downs
17Valuing Generational Differences Valuing Generational Differences Recognition Management Institute – Saunderson (2000)VeterensBoomersGen-XersMillennialsLoyalHonors/Respects authorityFollows OrdersFormalRewards laterPracticalPersonal SacrificeCivic DutyOptimisticResponsible and DedicatedTeam playerWorkaholicPersonal gratificationThe “Me” GenerationMaterial AcquisitionAdaptable to changeTechno-literateSelf-startersGlobal mindsetInformalSkepticismSelf PreservationIndividualityThe “ Not Impressed” generationGoal-orientedTechno-savvyCollaboration and Achievement importantMoral mindsetSocial activismMore impatientEntrepreneurialUniquenessMore independentPrefers structureTechnology-challengedSet in waysDifficulty with changeEnjoys much recognitionElder care absencesSelf-gratificationSkepticalFeel others owe themMotivationChild care absencesRequires supervision andsupportSociableStrengthsIt is not good to make general assumptions on the basis of one size fits all. There are people within every generation who have similar values. However, research has revealed some strong common values among the different generations.Problems
21Leadership and Authority Traditionalist Hierarchy - Leadership Respectful - AuthorityBaby Boomer Consensus - Leadership Love Hate - AuthorityGeneration X Competence - Leadership Unimpressed - AuthorityMillennialsTeamwork – LeadershipRespectful. but autonomous
22We Have a Problem!Issues of: Retention Recruitment Productivity Employee Satisfaction Customer SatisfactionIf problems are ignored or are not adequately addressed, then you may have problems in these areas.
23Why Do People Do What they Do Why Do People Do What they Do? Adapted from Recognition Management Institute – Saunderson (2000)HistoryCultureValues, BeliefsOther…?According to Saunderson (2000) Recognition Management InstituteBeliefsBehaviorResults
24CommonalitiesEmployees of all generations have one thing in common. They need one good reason they should put their full faith in any one company.Trust is common, no matter the age.Adapted from: K. Tyler, Neckties to Nose Rings (2002)
25Dealing With Generational Differences Bridging DifferencesIdentify valuesAssess value differencesAcknowledge implicationsChange behaviorsCommunicate needsBuild on commonalitiesAccept differencesTap into motivationsManage DifferencesSet clear goalsShare a common purposeExpect mutual accountabilityGive real recognitionAdapted from:Recognition Management Institute, 2000According to Saunderson (2000), we should try to understand workplace differences, by identifying and assessing value differences, acknowledging implications, and then changing behaviors. We should try to bridge differences by communicating needs, building on commonalities, accepting differences, and tapping into motivations. Finally, we should manage differences by setting clear goals, sharing a common purpose, expecting mutual accountability, and giving real recognition.
26Recruiting Tips Find out what motivates them Find out what would cause them to leave the organizationTreat them as they want to be treatedPeople work for people not a companyHire the best person for the jobEquip people with the necessary skillsAdapted from: Recognition Management Institute, 2000People are individuals first. Are we treating them as such? Are we considering their preferences and differences?
27Employee RetentionTips Make more time for orientation of new peopleCommunicate goals clearlyDemonstrate respect for the lives of others outside of the workplaceAdapted from: Recognition Management Institute, 2000
28Recognition TipsRecognition is personal. Find out preferences for type of recognition.Recognition is about people and relationships, not things.Learn to say and show “thank you” in many different ways.Demonstrate that you trust peopleMaking time for recognition is simply a choice.Adapted from: Recognition Management Institute, 2000Get to know people. It is the little things that count the most. Recognize the doing and celebrate what gets done.
29Retention Tips Ask people how they learn best. When people ask for the tools to do their work, give them the tools.Provide the latest technology as monies permit.Expect, plan for personal and professional development.Communicate about how well they are doing and where they can improve.Set goals and help with the plan to achieve them.Adapted from: Recognition Management Institute, 2000Keeping employees is a daily task.Share knowledge and experiences to unite people.
30References Dittmann, (June 2005). Generational Differences at Work. Notter Consulting (2002). Generational Diversity in the Workplace.Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a Multi-Generational workforce:Remson, D. (2006). Thriving in the Multi-generational Workplace.Saunderson, R. (2000). Managing Generational Differences in theWorkplace, Recognition Management Institute.Other SourcesDavid Remson’s, November 2006Brenda L. Romano, Managing Generations, International Builders Exchange Executives.